Tag: being present

Jon Kabat-Zinn, international expert in mindfulness and its positive effects on mental health, provides some important insights about being present in-the-moment. Jon, author of Wherever You Go, There You Are, presented on Mindfulness Monthly, and focused on mindfulness for living each day. His emphasis was on the fact that mindfulness meditation is not an end in itself but a preparation for, or conditioning for, everyday living.

He argues that through mindfulness we develop the capacity to cope with everyday life and its challenges and demands – whether emotional, physical, economic or relationship-based. He urges mindfulness practitioners to avoid the temptation to pursue the ideal meditation practice or the achievement of a particular level of awareness as a goal in itself. He argues that the “Now” is the practice ground for mindfulness – being open to, and fully alive to, the reality of what is. Being-in-the-moment can make us aware of the inherent beauty of the present and the creative possibilities that are open to us.

Dropping in on the now

Jon suggests that we “drop in on the now” as a regular practice to keep us in touch with what is happening to us and around us. This involves being willing to accept whatever comes our way – whether good fortune or adversity, joy or pain.

He maintains that being present entails embracing the “full catastrophe of human living”- the theme of his book, Full Catastrophe Living: Using the Wisdom of Your Body and Mind to Face Stress, Pain, and Illness. This means accepting whatever is unfolding in the moment, whether “challenging, intoxicating or painful”. It also means not seeing the present through the prism of our expectations, but through an open-heartedness. As we have previously discussed, so much of what we see is conditioned by our beliefs, unless we build awareness of our unconscious biases through meditation and reflection. Being mindful at work through short mindfulness practices can assist us to drop in on the now.

Taking our practice into the real world

Jon challenges us to take our practice of mindfulness into the real world of work, family and community. He expresses concern about the hatred and delusion that is evident in so much of our world today – a state of intoxication flowing from a complete disconnection with, and avoidance of, the human mind and heart.

Jon urges us to do whatever we are able, within our own realms of activity, to treat ourselves with kindness and compassion and extend this orientation to everyone we interact with – whether in an official/work capacity or in a personal role interacting with people such as the Uber driver, the waiter/waitress, checkout person or our neighbour. We are all interconnected in so many ways and on so many levels – as an embodied part of the universal energy field.

Jon reminds us that increasingly science is recognising the positive benefits of mindfulness for individuals and the community at large. He stressed that neuroscience research shows that mindfulness affects many aspects of the brain – level of brain activity, structure of the brain and the adaptability of the brain (neuroplasticity). Mindfulness also builds what is termed “functional connectivity” – the creation of new neural pathways that build new links to enable parts of the brain to communicate with each other. Without mindfulness practice much of this connectivity remains dormant.

As we grow in mindfulness, we can become more present to what is happening now in various spheres of our lives, become more aware of latent opportunities and creative possibilities and more willing and able to extend compassion, forgiveness and kindness to others we interact with. We can progressively shed the belief blinkers that blind us to the needs of others and the ways that we could serve our communities and help to develop wellness and happiness in others.

Many of the presentations during the Mindful Leadership Online Conference, 17-26 October 2018, focus on what it means to be a leader in the digital age. Sky Jarrett, for example, discussed Thriving As a Leader in the Digital Age, and highlighted the role of mindfulness in achieving this goal. Her presentation drew on her experience with Accenture – a global consulting firm – where she is an Executive Coach and Mindfulness Instructor.

As the digital age continues to advance relentlessly with the advent of artificial intelligence and robotics, leaders are faced with new and demanding challenges and the uncertainty that derives from continuous technological, ecological and economic disruption. Life and work are becoming more complex with the generational shift and the growth in mental illness in the home and the workplace.

Thriving as a leader in the digital age through mindfulness

Sky identified how mindfulness can assist leaders to not only survive the digital era but to thrive and achieve greatness in their chosen arena of activity:

Calmness – mindfulness is necessary to develop calmness and equanimity in the face of organisational and community turbulence. Sky likens the calmness developed through mindfulness meditation to the calm of the “eye of the storm”. She suggests that the incorporation of mindfulness practice in the life of an executive is an “imperative” like the change from analogue to digital. It is critical for a leader to be grounded and not unsettled by digital turbulence if they are going to lead effectively.

Trust – Sky points to the fact that we are operating in a trust economy as part of the macro environment of the digital age. Trust underpins relationships which are the lifeblood of an organisation or community. Trust is built through integrity and consistency. Increasingly, followers look to leaders for guidance, transparency, support and reliability. Mindfulness builds self-awareness and self-management which are foundational to integrity and the development of trust.

Connection and collaboration – the digital age is the era of connectivity. Individuals, groups, organisations and communities are collaborating locally and globally – even competitors are collaborating to achieve common goals. The complexity and speed of change means that leaders can no longer be isolates steeped in knowledge and relevant experience – they will become increasingly dependent on collaboration with others as change outpaces their ability “to keep up-to-date”. Mindfulness helps a leader to experience, understand and value connectedness to themselves, others and the world around them. It also enables them to build the capacity for collaboration and enlightened action in the world.

Self-improvement – for many years now, we have focused on externalities including the continuous improvement cycle in organisations. The time has come for leaders to focus consistently on self-improvement, to take themselves as the the improvement project. This will require developing emotional awareness through mindfulness and reflection on their thoughts and actions so that a leader can enhance their response ability.

Bodily intelligence – Sky suggests that leaders will need a greater connection to their bodies in the digital era. Bodily intelligence, also termed kinaesthetic intelligence, will enable leaders to sense bodily when things are not right and to take constructive action. Somatic meditation will assist leaders to enhance their bodily intelligence and to develop the leader’s capacity to trust their body’s intuition (“gut feeling”).

Being present – as we have reiterated in this blog, the capacity to be present is an essential skill of leadership, no matter what the era. However, the digital era places greater demands on leaders to be genuinely present to others when interacting. The challenge to being present in a digital era characterised by incessant “noise” and disruptive communication, is potentially overwhelming. Mindfulness builds the capacity to shut our the noise and to fully focus on the person and task at hand.

There are many demands on leaders in the digital age, but as we grow in mindfulness we can bring calmness and equanimity to any situation, build trust and connectedness, focus on improving ourselves through reflection, more readily access our bodily intelligence and become more fully present in our daily interactions.

In the previous post, I discussed being mindful of mental health in the workplace. This involves not only awareness and being present to staff and colleagues, but also being able to recognise the early warning signs of mental illness and having the courage and competence to intervene.

The early warning signs of mental illness in the workplace

Recognition of the early warning signs of mental illness enables early intervention to prevent deterioration in a person’s mental health. Without such an intervention, issues can build up for the individual, making it more difficult for them to manage their stress and/or stressors.

Behavioural – behaving out of character by becoming more introverted or extroverted, withdrawing from group activities, lateness to work, not taking scheduled breaks (such as lunches) but taking unofficial time off

In the business – inability to meet deadlines, declining motivation, frequent absences, working long hours unproductively.

There may be multiple causes for one or more of these early signs to occur. So, it becomes important to check in with the person involved as to how they are going and whether you can be of assistance.

Checking in – having the conversation

Often managers and colleagues are reluctant to say anything to the person showing early sings of mental illness and the person involved is often unwilling to raise the issue for fear of being seen as “not coping” or “being weak”. Part of the problem is that they really need support and care and genuine concern for their welfare. They can be experiencing a strong sense of isolation, lack of support and associated depression. Extending a helping hand can often work wonders. But how do you start the conversation?

People in the workplace are very ready to ask someone about a physical injury such as a broken wrist but when it comes to a mental illness they are often fearful or uncertain – yet the person with the early signs really needs someone to show care and concern. So, we can have a situation where the two parties – the manager/colleague and the person experiencing mental illness – are compounding the problem by not engaging in the conversation- a form of mutual withdrawal.

The recognised format for the initial conversation where someone is displaying the early signs of mental illness is called AYOK – “Are you okay?” The Mentally Healthy Workplaces Toolkit offers four steps for starting the conversation:

Ask R U OK?

Listen without judgment

Encourage action

Check in

It is useful to preface this conversation with the observation, “I have noticed that…and I am concerned for your welfare.” In other words, communicate what you have observed (shows you are interested in the person) and express care and concern.

The person involved may be unwilling to talk initially but it is important to undertake the occasional check-in. An experienced practitioner at the 19th International Mental Health Conference mentioned that on one occasion he had the initial AYOK conversation and the person involved said they were okay…and yet, some months later they came up to the practitioner and said, “I’m not okay, my daughter committed suicide three months ago – can you help me?” Having had the initial conversation opened the way for the subsequent voluntary disclosure. To avoid the conversation compounds the sense of isolation of the individual involved – they feel that they can’t help themselves and that no one else is willing to help them.

It is important to prepare for the conversation beforehand – know what you are going to say, allow time for the interaction and choose an appropriate time and place. You need to ensure that you are prepared to listen and be mindful during the conversation.

You can provide support by suggesting they use the Employee Assistance Program, visit their doctor (who can initiate a formal Mental Health Care Plan) or discuss options for making reasonable adjustments to their work situation. The important thing is that you take compassionate action, not letting the situation deteriorate.

It is vitally important to maintain confidentiality about any information disclosed to protect the privacy of the person involved. You will need the explicit consent of the individual to disclose the information to co-workers, for example. The information conveyed to you can only be used for the purpose intended by the disclosure – e.g. to enable a reasonable adjustment to their workload or pattern of work.

The exception would be where the person discloses that they are experiencing suicidal thoughts or feelings. In this case, you will need to seek professional support. Beyond Blue has some very sound and detailed guidelines for the conversation in these situations, including what language to use. ConNetica, in their blog post Chats for life APP, also provides an App (with practical conversation tips) which has been designed by young people for young people experiencing mental health problems, and possibly suicidal thoughts and feelings.

As we grow in mindfulness through meditation and reflection, we can become more aware of the early signs of mental illness, have the courage and confidence to have the AYOK conversation and a willingness to take compassionate action.

One of the core skills of leadership is the ability to be fully present when interacting with others – whether with managers, non-managerial employees or other stakeholders. Being present underpins the capacity to influence. It is the precondition for effective listening, providing feedback and generating the engagement of employees.

Effective listening

To actively listen, you have to be really present to the person you are attempting to engage with. It means being able to focus on the person speaking and tuning in to their words, nonverbal behaviour and the emotions underlying their communication. It also requires the ability to reflect back to the other person not only what they are saying but also the emotions behind the words and the intensity of those emotions. This enables the speaker to feel truly heard. Being present in such interactions means effectively that you are open to the influence of the speaker – not shut off from their desire to engender some change in what is happening.

To tune into another person requires you to tune out of your own thoughts and to control your own preconceptions and assumptions. Reflection following an interaction can help you to identify what got in the road of effective listening.

Providing feedback

Being present is an essential requirement for providing effective feedback – whether positive feedback or corrective feedback. To be able to give positive feedback that is specific, genuine and timely, you need to be able to observe behaviour that should be acknowledged and rewarded with praise. You need to be present to notice the desired behaviour in the first place.

Providing corrective feedback for inappropriate behaviour or inadequate performance also requires you to be fully present and to manage your own feelings in the situation. Once you have spelt out the core behavioural or performance issue, you need to be able to actively listen to understand what is going on for the other person – what is impacting their behaviour/performance. You may even find, in the process, that you have contributed to the problem through lack of clarity of instructions/expectations or inadequate training. Openness to these possibilities requires being present and attentive to the person you are providing corrective feedback to.

Engagement of employees

Employees, whether managers or non-managerial employees, respect a leader who can actively listen and provided accurate feedback, whether positive or corrective. They understand and appreciate that by your being present and attentive, you are demonstrating respect for them, their skills and their contributions – the foundation for true employee engagement.

As we grow in mindfulness through meditation and reflection, we are better able to be fully present to provide effective listening and feedback to engender commitment and contribution of our followers, whether managers or non-managerial employees. Being present is the outcome of continuous meditation practice and reflection undertaken on a regular basis.

David Allan maintains that the best place to meditate is at work. In part, this is because it is often in a work situation that you need to be calm and have a clear mind. The cost of being frazzled at work is not only lost time through inability to focus but also lost creativity through inability to access the “spaciousness” of your mind. You need to calm the busyness of your mind to access this creativity.

It is also very true that we spend so much of our time at work that a large part of our day (more than a third) is consumed with thinking and doing, not just being present. This means, too, that we are not taking the opportunity to access the full benefits of our mindfulness practice developed elsewhere on a daily basis.

David Allan found that he was able to book a relatively underutilised room for 15 minutes a day to enable him to undertake some form of meditation at work on a daily basis. He found that this short period of conscious mindfulness practice created real productivity benefits throughout his day and served to break the work stress cycle.

Ways to be mindful at work

In a comprehensive article, Shamash Alidina suggests ten ways to be more mindful at work. I have identified four of these suggestions below that are readily implementable:

Intent to be consciously present – this entails beginning your work day with the clear intent to be present as often as you can. This intent extends to controlling your thoughts when on-task, maintaining focus even on mundane tasks, working a little slower when the opportunity presents (e.g. after a rush to meet a deadline) and reminding yourself of the very clear benefits for work and life offered by mindfulness.

Use brief mindfulness exercises – there are many opportunities throughout the working day to engage in brief mindfulness exercises. These could entail open awareness, awareness of our senses, mindful walking or a short compassion meditation. Sometimes in the workplace we need to engage in a brief self-compassion meditation, instead of beating up on ourselves for a mistake or for unconsciously hurting someone else with our words or actions.

Overcome the temptation of multitasking – this means consciously avoiding distactions (such as checking social media or the news every few minutes), staying focused on a single task at a time and organising your day where possible so that you can do like tasks together.

Use reminders of the need for mindfulness – Shamash has some detailed strategies here that are very helpful. Some of these entail linking a work activity to a mindfulness practice, e.g. when the phone rings, taking a deep breath and reminding yourself to be fully present to the caller. Gradually, with regular practice, these reminders can immediately elicit mindfulness. Some people may find a mindfulness app an appropriate reminder or an aid to mindfulness at work.

Further ways to be mindful at work

Eckhart Tolle in his talk to Google staff suggested ways that they could be mindful at work, including mindful breathing at their workstation. Another mindfulness practice that can be employed at your desk is to occasionally focus on physically grounding yourself by ensuring that your feet are flat on the floor and your legs and back are straight. This can be combined with mindful breathing. If you are facilitating a workshop you could practise mindfulness through a brief loving kindness meditation directed towards one individual who may be struggling or towards the whole participant group.

Grow in mindfulness at work

If we want to grow in mindfulness through our behaviour at work, we need the strong intent to make the most of the opportunities for mindfulness that work presents. Regular practice of mindfulness elsewhere will help to build this intent as well as consciousness of the opportunities for mindfulness at work. Starting small with a single mindfulness practice maintained over three weeks will mean that the practice, such as mindful walking, will become embedded in your daily routine. You can progressively expand these focused practices so that you become unconsciously competent at utilising opportunities for mindfulness at work.

In this blog I have been discussing different approaches to mindfulness and mindfulness meditation that are self-initiated and self-directed in the main. Some of the approaches to mindfulness discussed entailed the involvement of a teacher or mentor to guide the participant through various forms of meditation.

One such approach is provided by the Power of Awareness Mindfulness Training conducted online by Jack Kornfield and Tara Brach. Even in this course, led by teachers and mentors, there is ample scope for participants to pick and choose what types of meditations and mindfulness practices they will focus on – the choices are not individually focused or directed.

What is different about Acceptance and Commitment Therapy (ACT)

ACT as the name suggests is an approach that provides therapists with a structured approach to mindfulness development for their clients. This approach is therapist-led with a defined sequence of exercises designed to enable clients to move from the entrapment of destructive thinking to taking effective action guided by their values (committed action). Colleagues vouch for the fact that ACT often achieves the desired results in therapeutic situations.

ACT aims to enable clients to experience a full, rich and meaningful life that is built on internal and external awareness. The approach actively discourages ineffective avoidance strategies and encourages acceptance of pain as a natural part of a life that is lived fully. Just as mindfulness trainers are exhorted to deepen their mindfulness practice, so too ACT therapists are encouraged to practise the ACT approach and exercises to be able to act more consciously and effectively in therapy sessions.

The ACT approach to mindfulness

Mindfulness in the context of ACT is defined by Russ Harris, author of ACT Made Simple, in terms of the quality of paying attention:

In this definition, mindfulness is explained in terms of three key elements – awareness through paying attention, an open attitude and flexible attention enabling a narrow or wider focus or a focus on the internal or the external.

ACT incorporates six core processes as part of its therapeutic approach:

Being here now – consciously focusing on the here-and-now, including our inner and outer worlds. Fundamentally, it is about being present in the moment, rather than lost in thought.

Watch what you are thinking – this involves standing back from your thoughts and observing them in a detached way. It means not entertaining them and being caught up in them as if they are reality. Mindfulness expert, Kabat-Zinn suggests that we view our thoughts as bubbles in boiling water floating to the surface and bursting. He provides the liberating idea that “we are not our thoughts” nor should we be captured by the “narratives” in our head. In ACT, the process of observing our thinking is called “cognitive diffusion”.

Accepting and being open to painfulness – Russ Harris describes this process as “making room for painful feelings, sensations, urges, and emotions”. ACT provides exercises to develop this acceptance. In our mindfulness discussions, we have offered mindfulness practices such as forgiveness meditation to address this pain and suffering.

Observing yourself – ACT encourages awareness through getting in touch with the “observing self” rather than the “thinking self”. Russ Harris describes the former as “the aspect of us that is aware of whatever we’re thinking, feeling, sensing or doing in any moment”. Mindfulness practitioners encourage meditation practices like somatic meditation to develop this awareness.

Knowing what matters – getting in touch with the way we want to be in the world (our values). Values guide behaviour, give meaning to our lives and facilitate decision making. Consciousness about our values can enable us to lead our lives with energy and vitality and provide mindful leadership for others.

Doing what it takes – this involves doing what it takes, despite pain and discomfort, to live out our values in daily life (described as “committed action” in ACT). It requires congruence between our words and actions and a readiness to commit to “valued living”.

ACT is a therapeutic approach that aims to help clients grow in mindfulness in order to lead a life that is richer and more meaningful, while reducing the impact of harmful thoughts and narratives and pain-avoidance.

Over several blog posts I have explored the relationship between mindfulness and creativity. In this post, I want to bring these ideas together to provide a more complete picture of how to develop creativity through mindfulness.

Mindfulness creates the internal environment for creativity through the following:

Stillness and silence

We discussed previously how creative people use stillness and silence to access their inner resources including their imagination. The busyness of life and constant thinking means we are rarely still or silent. In the process, we cut ourselves off from creative insight. Jon Kabat-Zinn and Reg Revans also remind us that exploring what we do not know or understand is the beginning of learning and creative solutions. As we practice mindfulness through meditation, we engage in stillness and silence and open ourselves up to what Jon Kabat-Zinn describes as “deep interior capacities” that lie within the “spaciousness” of our minds.

Turning down negative thoughts

Mindfulness can make us aware of the negative thoughts that often block creativity and constitute self-sabotage. Creative people like David Lynch, Amanda Sinclair, Elizabeth Gilbert and Seth Godin report the importance of turning down, or turning off, thoughts about potential failure or deemed personal inadequacy. Seth even ascribes this self-sabotage to the “Lizard Brain”. Sam Smith, singer-songwriter, during a recent interview while performing in London, spoke of the internal demons that beset him and almost prevented him from pursuing his highly successful songwriting and singing career.

Mindfulness enables us to address negative thoughts and stories and defuse their strength to release creativity. Boy George in a recent coaching session with a very nervous performer on the TV show, The Voice, encouraged the singer to let go of preoccupation with what others might think of their performance:

I think you are someone who really thinks about what people think about you. We do that as performers – it’s just one of those things, it’s like a default setting in out make-up. We worry too much about what other people think of us and that can get in the way of what we do. Don’t think about it too much is the key.

Positive anticipation instead of disabling fear

In a previous post, I discussed the research of Anna Steinhenge and her demonstration of how positive anticipation can overcome the disabling effects of fear and enable us to access clear thinking and creativity. In this discussion, I explored the R.A.I.N. meditation process that enables us to face the fear within and conquer it so that we free ourselves for new insights and creative endeavour. Through mindfulness meditation we learn to name our feelings in order to tame them.

Calming the busyness of our minds

Mindfulness enables us to calm our minds and free us from mental busyness or what Haruki Murakami describes as “convoluted waterways of my consciousness” that result in a “restless aquatic organism” . Even experienced meditation practitioners will sometimes find their mind racing and being invaded with endless thoughts. Kabat-Zin reminds us that this is part of the human condition and we will not be able to stop the thoughts. He suggests that instead of entertaining these thoughts, we view them as bubbles in boiling water floating to the surface and bursting on reaching the extremities of the container – our minds.

Being present and grounded

Rasmus Hougaard and Jacqueline Carter, co-authors of The Mind of the Leader, stress the importance of leaders being present and grounded. They argue that being present in conversations gains respect and facilitates open sharing of ideas. Being grounded before beginning a conversation or meeting can enhance a leader’s capacity to listen, take in ideas and access their own creative potential. Practicising somatic meditation, which incorporates many approaches to being grounded in our body, will strengthen our capacity to be present in the moment, stay grounded in the conversation and be open to creative ideas.

Acting on creative ideas with boldness and bravery

It is one thing to have creative ideas, it is another to have the necessary boldness and bravery to implement creative ideas. Amanda Sinclair points out in her book, Leading Mindfully, that creativity involves breaking with tradition, taking risks, trying out something new and having the self-esteem and resilience to be able to persist in the face of opposition – especially from those who have a vested interest in maintaining things the way they are.

Mindfulness helps us to maintain focus, to remain calm, build resilience in the face of opposition and setbacks, and to become braver and less fearful of the difficulties, dangers and risks involved in implementing creative ideas.

As we grow in mindfulness, we are able to access our inner resources through stillness and silence of meditation, overcome our fears, stay present and grounded, remain calm in the face of difficulties and develop boldness, bravery and resilience as we venture beyond “the tried and true”.

Rasmus Hougaard and Jacqueline Carter, in their Harvard Business Review article, If You Aspire to be a Great Leader, be Present, reinforce the necessity for a leader to be present, especially when they are engaged in conversation. They demonstrate how being present contributes to effective leadership and draw examples from the experience of leaders. Rasmus and Jacqueline are the co-authors of the recently released book, The Mind of the Leader.

Rasmus and Jacqueline in doing research for their book, surveyed in excess of 1,000 leaders “who indicated that a more mindful presence is the optimal strategy to engage their people, create better connections, and improve performance”.

Being grounded

The authors explain how Loren Shuster, Chief People Officer at the Lego group, grounds himself before an important meeting or a presentation that he has to give.

His grounding is achieved by focusing on his body and imagining every part being alive with energy. This enables him to listen effectively, show respect for the views and opinions of others and access his own creative ideas and solutions to problems. This practice only takes five minutes but if affects the way he stands, sits and addresses people – his posture demonstrate that he is present and “with” the people with whom he is conversing. He automatically adopts a posture that is seen as respectful, attentive and engaged – characteristics that build connections and improve performance.

Silence the inner voice

The authors argue strongly that a key element of being fully present is to silence the inner voice – and this takes discipline. We cannot be actively present when we are saying to ourselves things like, “Oh no, here he comes again!”; “I wish she would ask someone else!” What have I done to deserve this?’; “I wish he would not get so emotional about things”. If our inner voice takes over, it is impossible for us to “tune in” to the other person. People easily sense that you are thinking your private thoughts and are not present – in consequence they feel unheard, devalued and frustrated that they cannot get their message across.

Be open to the needs of others

Our influence as leaders is very much determined by our capacity to meet the needs of others – whether they are sad, in pain, need more challenge, feel letdown, experiencing grief, or are fearful of pending changes to their role. A leader who is present and attentive to others’ needs will be well received and be very influential.

Mindfulness develops our capacity to be present, to be grounded in the moment and to acknowledge and act on the needs of others. As we grow in mindfulness through the stillness and silence of meditation we can access our creativity and bring that to bear in the present moment in our daily encounters with people and challenging issues.

Tara Brach and Jack Kornfield, when talking about the power of awareness, identified happiness as a very significant outcome of awareness training. They explain this outcome in terms of three elements of awareness:

being present

overcoming negative bias

appreciation and gratitude

Being present

If we live in the present, we are not encumbered by anxiety and fear about the future or disappointment and depression about the past. “Now” is the focus and source of our wellbeing. Both Jack and Tara point out the Dalai Lama as a prime example of happiness and joy (despite suffering as a result of the loss of culture, freedom and religion by his beloved country of Tibet).

After publishing his book on happiness, the Dalai Lama was asked what was the happiest moment of his life, and he replied after considering the question, “I think now”. There is a stillness and calm and associated happiness with being able to be “in-the-now”.

Overcoming negative bias

Neuroscience has established that part of our genetic make-up is a negativity bias – we tend to see the negative in a situation and perceive threats even when there are none. In the past, this has served the human species well and helped our species to survive. Nowadays, it works against our happiness because we can easily overlook the positive and be blinded by a focus on what is wrong or not working out as we had planned.

As we grow in mindfulness and awareness, we are more readily able to focus on the positive in our lives and overcome our negative conditioning. We are also better able to evaluate potential stressors and see them for what they are. This opens us up to enjoying our life more and experiencing happiness more regularly.

Appreciation and gratitude

Awareness opens our minds and hearts and enables us to appreciate the good in our lives and express gratitude for what we have in terms of fitness and health, relationships, our lifestyle and our environment. We become increasingly conscious of what surrounds us and become more open to joy and happiness.

Appreciation and gratitude serve as barriers to envy and resentment which can so readily diminish our happiness and destroy joy in our lives.

These practices and trainings are really an invitation to allow not only well-being, but the innate happiness that appreciates the sunset and the reflected colors in the windows as the sun goes down, or in the puddles there on the street and the splashes and the smiles of the children as they stomp in the water and the mystery of life.

In February 2016, news.com.au reported on the story of Jake Bailey who got out of his hospital bed to deliver his Captain’s address at the 2015 Christchurch Boys’ High School Prize Giving ceremony. Jake, in his final year, had been diagnosed with cancer and was on his fourth chemotherapy treatment when he left his hospital bed to give the speech.

Despite his illness, Jake passed the year 12 exams and expressed gratitude for the support he received from near and far. His speech is very moving and, at times, confronting. He makes the point that when you are confronted with death you are forced to reflect on who you are and what you are doing with your life. In his own words, Jake reminds us that we so often overlook the present because we are so focused on tomorrow:

I was dying for the weekends, I was dying for the school holidays. Before I knew it, I was dying.

Jake reminds us to be grateful for what we have and to live the present fully:

Here’s the thing – none of us get out of life alive. So be gallant, be great, be gracious, and be grateful for the opportunities that you have.

The full speech is available on YouTube and the video of his speech has been viewed by more than 1.7 million people at the time of writing this post.